Ideally, the candidate will have a structured answer in key themes. The main options at our disposal are:
Flood protection: This can involve building physical structures, such as seawalls or levees, to protect the factory from incoming water. Other flood protection measures might include raising the elevation of the factory or installing pumps or drainage systems to remove water from the site. The company can also consider modifying the design of the factory to make it more resistant to flooding. This could include using flood-resistant materials, such as concrete or steel, in the construction of the building and installing systems to mitigate water damage, such as watertight doors and elevated electrical systems. The company can implement internal adaptations measures to help it cope with the impacts of coastal flooding. This could include investing in backup systems and processes to ensure business continuity in the event of a flood, or taking steps to reduce the company's dependence on operations that are located in flood-prone areas.
Insurance: The company can also consider purchasing insurance to protect against the financial losses that might result from coastal flooding. This could include both property insurance to cover damage to the factory and business interruption insurance to cover lost revenue.
Relocation: If it is not feasible to protect the factory from flooding, and insurance will not be adequate the company might consider moving the factory to a safer location. This could involve identifying a new site that is better protected from coastal flooding, and relocating the entire factory, or just the critical operations and equipment, to the new site.
This is a candidate-led case, the style of which could be seen across a range of consultancies, but particularly BCG and Bain.
This is a classic unconventional case type, which is becoming much more common (>50% of case interview questions).
The following can be verbally provided to interviewee if asked:
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Scoring Criteria: Use the following grading system for each skill area:
a. Structured Thinking (Frameworking):
1 = Lacked a coherent structure
5 = Pinpointed the appropriate issue, segmented it into a complete set of non-overlapping components (e.g., MECE), presented a plan to tackle the case, and offered valuable insights.
b. Numeracy/Math:
1 = Committed numerous errors and required assistance in setting up equations
5 = Performed calculations accurately and with confidence, identified implications, designed a clear and efficient approach, and demonstrated exceptional speed.
c. Judgement and Insights (Charts & Exhibits): 1 = Missed basic insights 5 = Connected findings to develop practical recommendations, made reasonable hypotheses, shared impressive insights, and flagged far-reaching implications.
1 = Overlooked fundamental insights
5 = Linked observations to devise actionable recommendations, formulated plausible hypotheses, conveyed strong, objective-driven insights, and highlighted impact.
d. Case Leadership (unless interviewer-led):
1 = Frequently disoriented and dependent on guidance
5 = Advanced autonomously and maintained focus on the question and the client's objective.
e. Creativity:
1 = Had difficulty generating original ideas
5 = Offered a variety of strong and diverse ideas, tailored to the industry and business context.
f. Presence:
1 = Not client-ready
5 = Exhibited professionalism, charisma, enthusiasm, and self-assurance.
g. Communication:
1 = Unclear and disorganized
5 = Demonstrated active listening, spoke precisely, and communicated concisely.
h. Synthesis (Final Recommendation):
1 = Failed to provide a coherent and well-founded recommendation
5 = Justified recommendation with key considerations, potential risks, and subsequent steps to address those risks.
During the Interview: As the candidate progresses through the case, take notes on their performance in each skill area. Be prepared to provide feedback at the end of the interview.
Post-Interview: After the interview, grade the candidate's performance in each skill area based on your notes and the scoring criteria. Share the scores and any specific feedback with the candidate to help them understand their level of readiness for the actual interview.
Improvement: Encourage the candidate to focus on areas where their performance was weak and provide guidance on how they can improve in those areas.